At what point in your career did you begin to lose trust in your employer? In retrospect, should you have been more diligent in researching its financial history? How did its acquisitions and reorganizations affect its employees? Did they reflect a pattern that is consistent with your philosophy about how and to whom health care should be delivered?
How carefully did you interview the organization’s employees? Did you sense any distrust? This kind of information doesn’t usually seep out in a 1-day visit and meetings with handpicked employees. Did employees feel that there was sufficient transparency? It is likely that they sat on committees. But did those committees have a voice that was heard and acted upon?
Dr. William G. Wilkoff
If you were going to purchase a practice you would have done hours, days, and weeks of due diligence before signing a purchase and sales agreement. Deciding whether or not to sign a contract with an employer demands an equivalent amount of research and investigation. You already may have discovered that being trapped by a noncompete clause with an organization you don’t trust can put you on the fast track to burnout.
Dr. Wilkoff practiced primary care pediatrics in Brunswick, Maine, for nearly 40 years. He has authored several books on behavioral pediatrics, including “How to Say No to Your Toddler.” Email him at pdnews@mdedge.com.